Shaping a leadership, management, and feedback culture in an engineering-driven world
SBM Offshore traditionally focused on its entrepreneurial culture and its “technology creates value” motto. However, in 2010, SBM Offshore wanted to make its leadership culture stronger and started a collaboration with Krauthammer.
The challenge was to enable the transformation of the company from a very technology-driven perspective into a more robust leadership value-based culture.
The top management supported the cooperation with Krauthammer by recognizing the need for structured leadership and management development, in order to create a critical mass of leaders and managers who would support this new culture, while conducting major change programs throughout the organization.
"Krauthammer responded by designing a tailor-made leadership program (LMD) that was aligned with the company strategy. The target group was 20 SBM leaders coming from various locations.
The selection of the participants was based on a talent review process by which key leadership skills were assessed.
The 4-month journey consisted of a 361° analysis, a mentoring process, and 3 two-day training sessions that were presented using a bi-cultural approach.
The first framing of this international cross-border leadership program was intended to address the top 100 jobholders, but it evolved very quickly to 160 senior leaders.
An additional 450 managers were enrolled in a similar training process but in this case, the participants were in groups of 10.
The management program (MDP) was deployed locally and taught by local Krauthammer consultants.
After 4 years of intensive collaboration, SBM Offshore implemented a new worldwide leadership competency model to re-address their talent management and leadership development activities.
Krauthammer accompanied the launch of this new HR initiative as a strategic partner and reviewed both programs (LMD and MDP) in this new light. The new design resulted in a “Leadership in Action” program, 100% embedded in the new leadership competency model, driven to accompany SBM in the face of a challenging and unstable industry environment"
"The program was perceived as an important cultural signature event that helped to bond people while the oil & gas industry was facing turbulent times.
As a result of the two first programs (LMD + MDP), more than 3,000 actions were captured and reported. An intermediate analysis was conducted on a sampling of those reports.
Here are two highlights:50% of participants reported saving time, energy and stress36% of participants reported improved team productivity and motivation"